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Junior doctors row shows how fear stalks public services Junior doctors row shows how fear stalks public services
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The recession has dramatically changed most workplaces and across the whole public sector, whether the civil service, local government, the police, or healthcare, there has been sustained “downsizing”, “de-layering” or whatever euphemism you choose to use.The recession has dramatically changed most workplaces and across the whole public sector, whether the civil service, local government, the police, or healthcare, there has been sustained “downsizing”, “de-layering” or whatever euphemism you choose to use.
Many people have lost their jobs and many more live in fear of losing them. With narrowing possibilities to move jobs, public sector staff have put up with many changes that have made their work less satisfying: a more aggressive management style, constant reorganisations, longer hours, changing working conditions and worsening contracts.Many people have lost their jobs and many more live in fear of losing them. With narrowing possibilities to move jobs, public sector staff have put up with many changes that have made their work less satisfying: a more aggressive management style, constant reorganisations, longer hours, changing working conditions and worsening contracts.
Even as we have moved out of the recession, we have seen a gradual undermining of the psychological contract between employer and employee, with many more short-term and zero-hours contracts, outsourcing and freelance working. Jobs are no longer for life in much of the public sector.Even as we have moved out of the recession, we have seen a gradual undermining of the psychological contract between employer and employee, with many more short-term and zero-hours contracts, outsourcing and freelance working. Jobs are no longer for life in much of the public sector.
The implications of a less secure public sector workforce are more profound than for the private sector, because private sector staff have always been less protected and more vulnerable to job loss or changing work conditions.The implications of a less secure public sector workforce are more profound than for the private sector, because private sector staff have always been less protected and more vulnerable to job loss or changing work conditions.
But in the public sector, greater insecurity has had a sizeable impact on individual employees and their managers. The proposed changes to the contracts of junior hospital doctors and the alleged silencing of medical students, apparently asked to refrain from protesting against these changes, is a recent but poignant example.But in the public sector, greater insecurity has had a sizeable impact on individual employees and their managers. The proposed changes to the contracts of junior hospital doctors and the alleged silencing of medical students, apparently asked to refrain from protesting against these changes, is a recent but poignant example.
Related: Medical schools accused of stifling protest against junior doctors contractRelated: Medical schools accused of stifling protest against junior doctors contract
In this instance, the fear that protesting might adversely affect job and career prospects is a real concern. Freedom of expression is not only a central feature of a civilized society but also something that makes people feel more engaged in their job and the organisations they work for. As Sigmund Freud wrote in his 1929 book, Civilization and Its Discontents: “The daily work of earning a livelihood affords particular satisfaction when it has been selected by free choice”.In this instance, the fear that protesting might adversely affect job and career prospects is a real concern. Freedom of expression is not only a central feature of a civilized society but also something that makes people feel more engaged in their job and the organisations they work for. As Sigmund Freud wrote in his 1929 book, Civilization and Its Discontents: “The daily work of earning a livelihood affords particular satisfaction when it has been selected by free choice”.
As we move to a more contingent – or as some employers would say, more “agile” – workforce in the public sector, employees will feel more constrained, unable to express their views about their jobs, the organisation they work for and government policy for fear it will threaten their career prospects.As we move to a more contingent – or as some employers would say, more “agile” – workforce in the public sector, employees will feel more constrained, unable to express their views about their jobs, the organisation they work for and government policy for fear it will threaten their career prospects.
Management tends to deal with this, as we can see with junior doctors, by describing such protests as unprofessional. Public sector staff, it is implied, should focus their concern on their patients, people on housing waiting lists, the victims of crime, the users of libraries, and so on.Management tends to deal with this, as we can see with junior doctors, by describing such protests as unprofessional. Public sector staff, it is implied, should focus their concern on their patients, people on housing waiting lists, the victims of crime, the users of libraries, and so on.
But positive change will occur only by enabling employees to engage in dialogue or public debate about these issues. Public sector employers and managers ought to remember the wise words of the leader of Taoism, Lao Tzu, who said leaders are best when people barely know they exist. According to Tzu, when a leader’s work is done, and their aim fulfilled, “people will say ‘we did it ourselves’”.But positive change will occur only by enabling employees to engage in dialogue or public debate about these issues. Public sector employers and managers ought to remember the wise words of the leader of Taoism, Lao Tzu, who said leaders are best when people barely know they exist. According to Tzu, when a leader’s work is done, and their aim fulfilled, “people will say ‘we did it ourselves’”.
Effective change means that those who experience its consequences have a voice – the voice of expression and debate in trying to find the best solution for all, in delivering the best public services. We don’t want employers or the government to take on Samuel Goldwyn’s position: “I’m willing to admit that I may not always be right, but I am never wrong”.Effective change means that those who experience its consequences have a voice – the voice of expression and debate in trying to find the best solution for all, in delivering the best public services. We don’t want employers or the government to take on Samuel Goldwyn’s position: “I’m willing to admit that I may not always be right, but I am never wrong”.
If you work in public services and have encountered examples of staff being told they are acting unprofessionally for protesting about change, let us know: public.leaders@theguardian.com.
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